Organizational Development

Factors
Presented by:
Esmhel B. Briones, MBA
 Outline
• Leadership Styles (Types, Strengths and
Weaknesses) and Leadership/Management
(Oriented toward people or oriented toward
the process)
• Change management on a small or large scale
• Unwilling leaders
• Different Level of WIIFM (What’s In It For Me)
from rank and file to upper leadership
• The Psychological Contract
LEADERSHIP STYLES
 How do you determine what is an
appropriate style?
• Good leaders usually have a style that they
consciously use most of the time, but they're
not rigid. They change as necessary to deal
with whatever comes up.
• Consistent with what people in the
organization expect.
• Style needs to be consistent with the goals,
mission, and philosophy of your organization.
 Analysis of leadership
effectiveness
1. Define and measure some criteria of
organizational effectiveness
2. Assess leadership style of organization’s
leaders
3. Attempt to correlate organizational
performance with leadership styles
 The 2 dimensions of
management
1. Economic or productivity-based
 “concern for production”
2. Employee condition and morale
 “concern for people”
 The 2 dimensions of
management
These can also be thought of as:
1. Initiating structure (get it done)
2. Consideration (human condition)
 Styles of leadership

X X

Consideration X

X X

Initiating structure
 Styles of leadership
9

Benevolent Team
Leader Leader
(Y) (Z)

concern for
people

Laissez-faire Autocratic
Leader Leader
(L) (X)

1 concern for production  9

 Which style of leadership
works best?
• Team Leader (Z) has proven to be
the most effective in general (9,9)
• Requires a “balancing act” of getting
things done and having a genuine
concern for people
Theory “L”: Laissez-faire leader

• Uninvolved - “leave them alone”

• Sees main role as passer of
information
• Lets others make decisions
• Basically abdicates responsibility for
team or unit
 Theory “X”: Autocratic leader

• Lacks flexibility
• Controlling and demanding
• “carrot and stick” approach
• Focused solely on productivity
Theory “Y”: Benevolent leader

• Very people oriented; encouraging

• Organizes around people
• Can be paternalistic
• “country club” atmosphere: non-
competitive
 Theory “Z”: Team leader

• Balances production and people issues

• Builds a working team of employees
• Team approach: involves subordinates
• Organization is a vehicle for carrying
out plans
 Results of leadership styles
1. Theory L: “missing management”
 Very low productivity
2. Theory X: “my way or the highway”
 Job stress; low satisfaction; unions form
3. Theory Y: “country club”
 Low achievement; good people leave
4. Theory Z: “good manager”
 High productivity, cooperation, low turnover,
employee commitment
 Manager - Leader:
• “Management is doing things right, leadership is
doing the right things”
(Warren Bennis and Peter Drucker)
CHANGE MANAGEMENT
 Change Leadership
• The most challenging aspect is leading
and managing change
• The library as cultural and business
environment is subject to fast-paced
economic and social change
• Modern libraries must adapt
and be flexible to survive
• Problems in leading change stem mainly
from human resource management
 Change Leadership
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Theories of Leadership
 Theories of Leadership
• Trait theories:
• Is there a set of characteristics
that determine a good leader?
– Personality?
– Dominance and personal presence?
– Charisma?
– Self confidence?
– Achievement?
– Ability to formulate a clear vision?
 Theories of Leadership
• Trait theories:
– Are such characteristics
inherently gender biased?
– Do such characteristics
produce good leaders?
– Is leadership more than
just bringing about change?
– Does this imply that leaders are born
not bred?
 Theories of Leadership
• May depend on:
– Type of staff
– History of the business
– Culture of the business
– Quality of the relationships
– Nature of the changes needed
– Accepted norms within the institution
 Theories of Leadership
• Transformational:
– Widespread changes
to a library or the organisation where library
belongs
• Requires:
– Long term strategic planning
– Clear objectives
– Clear vision
– Leading by example – walk the walk
– Efficiency of systems and processes
 Theories of Leadership
• Invitational Leadership:
– Improving the atmosphere and message sent
out by the organisation
– Focus on reducing negative messages
sent out through the everyday actions of the
business both externally and, crucially,
internally
– Review internal processes to reduce these
– Build relationships and sense of belonging and
identity with the organisation –
that gets communicated to customers, etc.
 Factors Affecting Style
• Leadership style may be dependent
on various factors:
– Risk - decision making and change initiatives
based on degree of risk involved
– Type of business – creative business
or supply driven?
– How important change is –
change for change’s sake?
– Organisational culture – may be long embedded
and difficult to change
– Nature of the task – needing cooperation? Direction? Structure?